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Case 1: a global bank
A global bank that spanned across 70 countries decided to implement
various KM projects after the departure of a major client who felt it could not
receive integrated services across divisions and countries from this bank. The
main objective of the KM project was to leverage on intranet technology to
develop a global knowledge network so that the services in the bank could
be integrated. Among several independent intranet projects proliferated were
OfficeWeb, GTSnet and Iweb.
OfficeWeb brought together the relevant branch managers in the
Domestic Division to create a community of users where local knowledge
could be freely shared. The project was strategically important as it could
support the shift towards a more decentralized, entrepreneurial, organizational
structure in the branches. GTSnet was intended to consolidate the disparate
sources of information across the bank and allow users in the Transaction
Services Division to obtain information from an integrated source. The project
was given abundant financial resources and was staed mainly by external IT
consultants. Iweb was designed specifically for the IT function. Besides being
a central repository for storing information, Iweb was intended for use as a
platform for staff to gain and share expertise particularly in intranet technology.
The project was well allocated with technical staff and hardware resources.
Furthermore, a senior IT manager was involved in establishing standards for
the creation and maintenance of contents on the intranet.
OfficeWeb was abandoned even before it was rolled-out. GTSnet held
obsolete content soon after it was implemented. Iweb was more successful
than the other two projects. But it failed to promote any sharing of knowledge
within the IT division.
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